As AI continues to transform workplaces, HR leaders face the uncertainty of integrating its efficiency while preserving the human-centric nature of their roles. Amanda Cusdin, chief people officer at Sage, shares how AI can enhance HR functions, the challenges of implementation, and the essential skills HR professionals can develop to be able to navigate AI while keeping the human touch at the center of their work.
According to Amanda, AI should function as a tool for augmented intelligence rather than a substitute for human expertise.
“AI should support and assist us, completing the manual and repetitive tasks which fill our schedule but don’t fully use our skills and expertise,” she says.
“For example, we can use AI to handle routine tasks like onboarding employees, following up on learning administration, or generating data-driven insights. This allows us to focus on what truly matters — strategic decision-making and building meaningful personal connections.”
While AI presents exciting possibilities, Amanda notes the importance of implementing it ethically and transparently. “We need to address algorithmic bias in automated processes and ensure employees and candidates understand how their data is being used and the purpose that data serves.”
“Building trust is essential, especially when people may fear that AI will lead to impersonal interactions or even job displacement. By communicating openly and using AI responsibly, we can reassure them that it’s here to enhance — not replace — their experience.”
Rather than making HR impersonal, Amanda believes AI can enhance the human experience when used responsibly.
“I always remind myself that AI is not a silver bullet. Its true value lies in freeing us from being overly process-driven so we can focus on creating people-centric strategies. Empathy, human expertise, and years of experience remain at the heart of HR, and no technology can replicate that. AI should complement the human touch, not diminish it.”
While it offers immense potential, its implementation is not without challenges. One major concern Amanda mentions is data ethics, particularly algorithmic bias.
“Algorithmic bias can creep into AI systems if we’re not vigilant, leading to unfair outcomes in areas like recruitment or performance evaluations. To tackle this, we must prioritise fairness by auditing algorithms regularly and involving diverse teams in developing and deploying these tools. It’s about ensuring the technology works for everyone, not just a select few.”
Privacy and transparency are also significant issues she notes. “Employees and candidates often worry about how their data is collected and used, and those concerns are valid. That’s why we need to communicate clearly about how AI processes work and ensure we comply with all relevant data protection regulations. Transparency builds trust, and trust is non-negotiable in HR.”
Resistance to change is another challenge, she explains. “Overcoming this requires a cultural shift. We need to educate people about how AI complements human roles rather than replacing them. It’s about showing them the opportunities AI creates to make their work more impactful and less bogged down by repetitive tasks.”
She also cautions against blindly adopting AI without a clear strategy.
“There’s also the risk of over-relying on AI or seeing it as a one-size-fits-all solution. I’ve seen organisations fall into the trap of chasing trends without a clear strategy or purpose. AI is a means to an end, not the goal itself. By focusing on solving specific challenges and using AI strategically, we can avoid that pitfall. If we approach these challenges thoughtfully, we can unlock AI’s potential while staying true to the core values of HR.”
Amanda believes professionals must develop a mix of technical and interpersonal skills to remain effective as AI reshapes HR.
“Looking ahead, I think HR leaders will need to develop a combination of technical, analytical, and people skills to work effectively with AI. First and foremost, data literacy is going to be crucial. We need to be clear on the right questions to ask AI, comfortable interpreting AI-generated insights and understanding the data behind them. This includes assessing the quality of data inputs and outputs to ensure we’re making informed decisions based on reliable information.”
“As HR professionals, we’re the custodians of employee trust, so it’s up to us to ensure that AI processes are fair, transparent, and accountable. Strategic thinking will also play an important role. We must look beyond automation and consider how AI can help us achieve broader business goals, like improving employee engagement or enhancing the candidate experience.”
Strategic thinking and change management will also be essential, she says, explaining how implementing AI often involves significant organisational shifts. “It’s our responsibility to guide teams through those transitions. We need to address concerns, foster adaptability, and create a culture where people see AI as an enabler rather than a threat.”
Despite AI’s growing role, Amanda perceives that human qualities like empathy and emotional intelligence will remain irreplaceable. “These skills are at the core of what we do, and they’ll continue to be vital for designing people-first strategies and building meaningful relationships," she says.
“Finally, collaboration with tech teams will be essential. As HR leaders, we’ll need to work closely with IT and data science experts to implement and optimise AI solutions. Developing a basic understanding of AI technologies will help us bridge the gap between technical experts and HR functions.”
“By honing these skills, I believe we can position ourselves as forward-thinking strategists who use AI responsibly, while keeping the human element central to everything we do.”
